A REPORT

ON
A STUDY ON RECRUITMENT AND SELECTION
Process at
HCL.

With Reference to

BY
Amit Kumar
Mishra.

SUBMITTED IN PARTIAL FULFILMENT OF

REQUIREMENT OF M.B.A PROGRAME
(2009 – 2011)

VISHWA VISHWANI INSTITUTE OF SYSTEMS & MANAGEMENT

HYDERABAD

PREFACE
 The MBA programme is well structured and integrated course of business studies.

The main objective of practical training at MBA level is to develop skill in student by

supplement to the theoretical study of business management in general. Industrial training

helps to gain real life knowledge about the industrial environment and business practices. The

MBA programme provides student with a fundamental knowledge of business and

organizational functions and activities, as well as an exposure to strategic thinking of

management.

In every professional course, training is an important factor. Professors give us

theoretical knowledge of various subjects in the college but we are practically exposed of

such subjects when we get the training in the organization. It is only the training through

which I come to know that what an industry is and how it works. Training is an integral part

of MBA and each and every student has to undergo the training for 2 months in a company

and then prepare a project report on the same after the completion of training.

During this whole training I got a lot of experience and came to know about the

management practices in real that how it differs from those of theoretical knowledge and the

practically in the real life.

In today’s globalize world, where cutthroat competition is prevailing in the market,

theoretical knowledge is not sufficient. Beside this one need to have practical knowledge,

which would help an individual in his/her carrier activities and it is true that “Experience is

the best teacher”.

Declaration
I am Amit Kumar Mishra, hereby declare that this project titled

“Recruitment and selection process” A case study on HCL INFINET LTD

in NOIDA is an original work carried out by me, under the guidance of

Prof.R. Jabez (Associate Professor). The report submitted by me is a bonafide

work carried by me of my own efforts and it has not been submitted to any other

University or published any time before.

Signature of the Candidate

Amit kumar Mishra

Date:

Place:
 CERTIFICATE

Certified that this Project titled Recruitment and Selection Process“A case study

on HCL INFINET LTD Noida is the bonafide work of “Amit Kumar Mishra”,

who carried out the research under my supervision, certified further, that to the

best of my knowledge the work reported here is does not form part of any other

thesis or dissertation on the basis of which a degree or award was conferred on

an earlier occasion on this or any other candidate.

Signature of the Faculty Guide

Associate Prof.R.Jabez

Date:

Place:
 ACKNOWLEDGEMENT

With immense pleasure, I would like to present this project report for
Hcl Infinet Ltd. It has been an enriching experience for me to undergo my
summer training at HCL, which would not have possible without the goodwill
and support of the people around. As a student of Vishwa vishwani institute
of system and management I would like to express my sincere thanks to all
those who helped me during my practical training program.

Words are insufficient to express my gratitude toward Mr. Sumeet

chibber the HR head, Ms. Nisha bajaj the Sr. HR Executive, Ms. Deepti
Mishra and company Guide and Associate professor R .Jabez

My heartfelt thanks go to all who helped me to gain knowledge about the

actual working and the processes involved in various departments.

However, I accept the sole responsibility for any possible error of

omission and would be extremely grateful to the readers of this project report if
they bring such mistakes to my notice.

Thanking You

Amit Kumar Mishra

R.No. 217009672057

CHAPTER No. CONTENTS PAGE No.

1. Introduction 5-10
Objectives
Need or purpose
Scope & Limitations

2. Research Methodology
Data collection

3. Company Overview
Industry overview
Literature review

4. Data Analysis

5. Findings
Conclusion
Questionnaire
References

TABLE OF CONTENTS
 CHAPTER -1

INTRODUCTION

Company history

HCL Infosystems, India's premier information enabling and integration

company , has received the ISO 9001:2000certification specifies
requirements for a quality management system where an organization
needs to demonstrate its ability to consistently provide product and
services that meets customer and applicable regulatory requirements.
ISO9001:2000 also aims to enhance customer satisfaction through the
effective application of the system, including processes for continual
improvement of the system and the assurance of conformity to customer
and applicable regulatory requirement.
1999 :  The Board of Directors unanimously appointed Mr. Ajai

Chowdhary as Chairman and Chief Executive Officer with effect

from 5th November.

2000: HCL has launched a new range of PCs (Ultima and Elite

models) under its Beanstalk range of PC's at its Pondicherry plant. The
Company entered into an agreement with US-based In focus for
distribution and technological support of the latter's data and video
projection products in the country.

HCL Infinet, the Internet start-up of HCL Infosystems, and media group,
Asian Age, have set up a joint venture called Asian Age Infinet. HCL
Infosystems Ltd has launched in India the Swedish major Ericsson's
Generation X Business communication too, "Next Call Centre". HCL
Infinet Ltd., the Internet services subsidiary of HCL Infosystems, has
tied upwith UBS Publishers' Distributors Ltd., one of the largest
distributors of books in the country, to sell books online through its
soon-to-be-launched portal. - HCL Infosystem has entered into a tie-up
with Broad Vision for providing personalized e-business applications to
is clients.

2001: HCL Infosystems and Intel have jointly launched an e-

Business solutions program, targeting new Market opportunities in

segments such as Internet service providers, application service

providers, banking and finance.

HCL InfiNet Ld., the Internet services subsidiary of HCL Infosystems,
has launched an authenticated payment gate way for its portal,
www.hclinfinet.com, in association with Citibank to enable customers to
carry out secure transactions online including buying Internet access.
2002: HCL Infosystem joins hands with Sun Microsystems India

to provide end-to-end solutions to business. HCL Infosystem

says it is the No.1 PC Co in India in 2001.

2003: HCL Infosystem receives the project to completely

automate the Value Added Services (VAT) of Andhra Pradesh.

2004: HCL Infosystem forays into digital entertainment sector

HCL touches one lakh milestone in desktop sales

HCL Infosystem ties up with Union Bank

2005: HCL Launches Micro Balanced Technology Extended

(BTX) Form Factor for desktops in India on February 10, 2005.

HCL Infosystem unveils PC for Rs.12, 99

Company profile.

HCL Infinet is an Internet Infrastructure initiative of the HCL group. The

company started its ISP/NLD operations in the year 2000 and has been
catering to the networking requirements of the domestic enterprise
market since then. It has an all India license to operate as an Internet
Service Provider (ISP), NLD (VPN), ITSP and Call Centre (OSP)
Services Provider. HCL Infinet offers state-of-the-art Managed Network
Services to enterprises across the country. HCL Infinet operates through
a Pan India POP footprint with direct presence in 300+ locations
expanding to 850+ locations. It has proved to be a Leader in providing
fully converged network platform (Data, Voice and Video application
support) on VPN network to Enterprises across India.
Partnering with world leaders we provide state-of-the-art products and
solutions for network requirements of organizations. Be it a small, small
to medium or a large enterprise spread across multiple locations in the
country or worldwide we have proven solution for each and every need.
HCL's national presence and experience in the field of telecom & IT
combined with direct support across the country and abroad brings
offers our esteemed clients a high degree of satisfaction.
HCL operates through a network which is built on world class technology
and unparallel infrastructure. The fully redundant, carrier agnostic
backbone architecture enables us to deliver high network uptimes and
network availability to our customers. Each of the HCL Infinet POPs are
equipped to provide all the latest WAN protocols.

HCL Infinet offers a complete range of network solutions like VPN,

Internet, Network Management Services, Data Centre and Co-location
Services and Value Added Services like Internet Telephony and
Enterprise Mailing Solutions etc. With over 400 enterprise customers
and with a strong presence in BFSI and Aviation segment the company
has a proven record of offering robust network connectivity solutions for
critical applications like banking, reservation and ticketing.
With multi-homing, fully redundant, carrier agnostic backbone the
company has created a reliable network infrastructure which is trusted
by customers for supporting critical applications. HCL acts as a one stop
shop for meeting end to end IT requirements of any Enterprise customer
enabling smooth ICT management. With years of experience and a long
list of satisfied customer base, the company is set to emerge as a giant
in the domestic network services market.
Our connectivity services have been fulfilling the need to run mission
critical applications like ERP, Mailing, Web services etc across multi-
location enterprises in various verticals as Aviation, Manufacturing,
Banking and Financial Institutes, FMCG, Education etc.

PURPOSE FOR THE STUDY:

 Determine the present and future requirements of the
organization on conjunction with its personnel-planning
and job analysis activities.

 Increase the pool of job candidates at minimum cost.

 Help increase the success rate of the selection process by
reducing the number of visibly under qualified or over
qualified job applicants.

OBJECTIVES OF THE STUDY

 To ensure all recruitment and selection procedures
comply with the Equal Opportunity Policy.

 To ensure that all appointments are made on merit

 To attract sufficient applications from potential

candidates for appointment with the skills, qualities,
abilities, experience and competencies deemed as being
necessary to the job
  To develop and maintain procedures which will assist in
ensuring the appointment of the most suitable
candidate.
 To ensure that recruitment procedures are clear, valid
and consistently applied by those involved in
recruitment and that they provide for fair and equitable
treatment for those who apply for employment.

 To base selection decisions and criteria directly on the

demands and requirements of the job and the
competencies identified as necessary for satisfactory
performance.

SCOPE OF THE STUDY

 To structure the Recruitment policy of company for different categories
of employees.

 To analyze the recruitment policy of the organization.

 To compare the Recruitment policy with general policy.

 To provide a systematic recruitment process.

It extends to the whole Organization. It covers corporate office, sites and

works appointments all over India.

 It covers workers, Clerical Staff, Officers, Jr. Management, Middle

Management and Senior Management cadres.

PLACE OF THE STUDY

The study was conducted in Twin City.
 (a) Noida
(b) New delhi

MISSION AND VISION

 MISSION STATEMENT 
"We enable business transformation and enrichment of lives by
delivering sustainable world class technology Products, Solutions &
Services in our chosen markets thereby creating superior shareholder
value."

 VISION STATEMENT 
"A global corporation enriching lives and enabling business
transformation for our customers, with leadership in chosen technologies
and markets. Be the first choice for employees and partners, with
commitment to sustainability."

 QUALITY POLICY 
"We shall deliver defect free products, services and solutions to meet the
requirements of our external and internal customers the first time, every
time."

Defination of Recruitment-

Recruitment refers to the process of identifying and attracting

job seekers so as to build a pool of qualified job applicants. The
process comprises five interrelated stages,
1. Planning.
2. Strategy development.
3. Searching.
4. Screening.

5. Evaluation and control

STAGE 1:

RECRUITMENT PLANNING:
The first stage in the recruitment process is planning.
Planning involves the translation of likely job vacancies and
information about the nature of these jobs into set of objectives
and targets that specify the (1) Numbers and (2) Types of
applicants to be contacted.

STAGE 2:

STRATEGY DEVELOPMENT :
When it is estimated that what types of recruitment and how
many are required then one has concentrate in (1). Make or Buy
employees. (2). Technological sophistication of recruitment and
selection devices. (3). Geographical distribution of labour markets
comprising job seekers. (4). Sources of recruitment. (5).
Sequencing the activities in the recruitment process.

‘Make’ or ‘Buy’:
 Organization must decide whether to hire less skilled
employees and invest on training and education programes , or they
can hire skilled labour and professional. Essentially, this is the
‘make’ or ‘buy’ decision. Organizations, which hire skilled and
professionals shall have to pay more for these employees.

Technological Sophistication:
The second decision in strategy development relates to the
methods used in recruitment and selection. This decision is mainly
influenced by the available technology. The advent of computers
has made it possible for employers to scan national and
international applicant qualification.

Where to look:
In order to reduce the costs, organizations look in to labour
markets most likely to offer the required job seekers. Generally,
companies look in to the national market for managerial and
professional employees, regional or local markets for technical
employees and local markets for the clerical and blue-collar
employees.

When to look:
An effective recruiting strategy must determine when to
look-decide on the timings of events besides knowing where and
how to look for job applicants .

STAGE 3:

SEARCHNG:
Once a recruitment plan and strategy are worked out, the
search process can begin. Search involves two steps

A). Source activation and

B). Selling.

A). SOURCE ACTIVATION:

Typically, sources and search methods are activated by the
issuance of an employee requisition. This means that no actual
recruiting takes place until lone managers have verified that
vacancy does exist or will exist.
If the organization has planned well and done a good job of
developing its sources and search methods, activation soon results
in a flood of applications and/or resumes.
The application received must be screened. Those who pass
have to be contacted and invited for interview. Unsuccessful
applicants must be sent letter of regret.

B). SELLING:
A second issue to be addressed in the searching process
concerns communications. Here, organization walks tightrope. On
one hand, they want to do whatever they can to attract desirable
applicants. On the other hand, they must resist the temptation of
over selling their virtues.
In selling the organization, both the message and the media
deserve attention. Message refers to the employment
advertisement. With regards to media, it may be stated that
effectiveness of any recruiting message depends on the media.
Media are several-some have low credibility, while others enjoy
high credibility. Selection of medium or media needs to be done
with a lot of care.

STEP 4:

SCREENING:
Screening of applicants can be regarded as an integral part of
the recruiting process, though many view it as the first step in the
selection process. Even the definition on recruitment, we quoted
inthe beginning of this chapter, excludes screening from its scope.
However, we have included screening in recruitment for valid
reasons. The selection process will begin after the applications
have been scrutinized and short-listed. Hiring of professors in a
university is a typical situation. Application received in response
to advertisements is screened and only eligible applicants are
called for an interview. A selection committee comprising the
Vice-chancellor, Registrar and subject experts conducts interview.
Here, the recruitment process extends up to screening the
applications. The selection process commences only later.

Purpose of screening

The purpose of screening is to remove from the recruitment

process, at an early stage, those applicants who are visibly
unqualified for the job. Effective screening can save a great deal
oftime and money. Care must be exercised, however, to assure that
potentially good employees are not rejected without justification.
In screening, clear job specifications are invaluable. It is
both good practice and a legal necessity that applicant’s
qualification is judged on the basis of their knowledge, skills,
abilities and interest required to do the job.
The techniques used to screen applicants vary depending on
the candidate sources and recruiting methods used. Interview and
application blanks may be used to screen walk-ins. Campus
recruiters and agency representatives use interviews and resumes.
Reference checks are also useful in screening.

Stage 5
Evaluation and control

Evaluation and control is necessary as considerable costs are

incurred in the recruitment process. The costs generally
incurred are: -

1. Salaries for recruiters.

2. Management and professional time spent on preparing job
description, job specifications, advertisements, agency liaison and
so forth.

3. The cost of advertisements or other recruitment methods, that is,

agency fees.

4. Recruitment overheads and administrative expenses.

5. Costs of overtime and outsourcing while the vacancies remain

unfilled.

6. Cost of recruiting unsuitable candidates for the selection

process.

1.4 EVALUATION OF RECRUITMENT PROCESS

The recruitment has the objective of searching for and obtaining

applications for job seekers in sufficient number and quality.
Keeping this objective in the mind, the evaluation might include:
1. Return rate of application sent out.
2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process
5. Time lapsed data
 INTERNAL SOURCES EXTERNAL SOURCES

1) Promotion 1) Campus recruitment

2) Transfers 2) Press advertisement

3) Internal notification 3) Management consultancy service

4) Retirement 4) Deputation of personnel or

transfer Fromone Enterprise To
Another.
5) Recall 5) Management training schemes

6) Former employees 6) Walk-ins, write-ins, talk-ins

Difference b/w external & internal recruitment.

Advantages of internal Disadvantages of internal

Recruitment. Recruitment.

• It is less expensive to advertise • There will be a smaller pool of

• Existing employees will have the
opportunity to enhance their
career.
workers to choose from.
• The company will have to
advertise another job if it is
filled by an internal candidate.

• Candidates are known to the • Less opportunity to bring new

 organisation so there is less skills.
chance of selecting the wrong
person.

Advantages of external recruitment

• New workers can bring new skills and innovation to the organisation

• There is more chance of recruiting a good fit because there is a wider

pool.

Disadvantages of external recruitment

• It is more expensive

• Recruitment process may be slower.

• Candidates are not known to the company so there is more chance of

recruiting the wrong person

The merits are-

✔ The organization will have the benefit of new skills, new

talents and new experiences, if people are hired from
external sources.
✔ The management will be able to fulfill reservation
requirements in favour of the disadvantaged sections of the
society.
✔ Scope for resentment, heartburn and jealousy can be
avoided by recruiting from outside.

The demerits are-

✔ Better motivation and increased morale associated with

promoting own employees re lost to the organization.
✔ External recruitment is costly.
✔ If recruitment and selection processes are not properly
 carried out, chances of right candidates being rejected and
wrong applicants being selected occur.
✔ High training time is associated with external recruitment

SELECTION
Selection is defined as the process of differentiating between
applicants in order to identify (and hire) those with a greater
likelihood of success in a job.

The difference between recruitment and selection:

Recruitment is identifying n encouraging prospective employees
to
apply for a job.
And
Selection is selecting the right candidate from the pool of
applicants.

2.1 SELECTION PROCESS

Selection is a long process, commencing from the
preliminary interview of the applicants and ending with the
contract of employment.

The following chart gives an idea about selection process: -

Her draw the diagram of selection process 1 medical, physical, jd, job
specification and bla bla

The following are the type of tests taken:

1). Ability tests:-

 Assist in determining how well an individual can perform
tasks related to the job. An excellent illustration of this is the
typing tests given to a prospective employer for secretarial job.
Also called as ‘ACHEIVEMENT TESTS’ . It is concerned with
what one has accomplished. When applicant claims to know
something, an achievement test is taken to measure how well they
know it. Trade tests are the most common type of achievement test
given. Questions have been prepared and tested for such trades as
best worker, punch-press operators, electricians and machinists.

2). Aptitude test: -

Aptitude tests measure whether an individuals has the

capacity or latent ability to learn a given job if given adequate
training. The use of aptitude test is advisable when an applicant
has had little or no experience along the line of the job opening.
Aptitudes tests help determine a person’s potential to learn in a
given area. An example of such test is the general management
aptitude tests (GMAT), which many business students take prior to
gaining admission to a graduate business school programme.
Aptitude test indicates the ability or fitness of an individual to
engage successfully in any number of specialized activities. They
cover such areas clerical aptitude, numerical aptitude, mechanical
aptitude, motor co-ordination, finger dexterity and manual
dexterity. These tests help to detect positive negative points in a
person’s sensory or intellectual ability. They focus attention on a
particular type of talent such as learning or reasoning in respect of
a particular field of work.
Forms of aptitude test:

1. Mental or intelligence tests:

 They measure the overall intellectual ability of a person
and enable to know whether the person has the mental ability to
deal with certain problems.
2. Mechanical aptitude tests:
They measure the ability of a person to learn a particular
type of mechanical work. These tests helps to measure specialized
technical knowledge and problem solving abilities if the candidate.
They are useful in selection of mechanics, maintenance
workers, etc.
3. Psychomotor or skills tests:
They are those, which measure a person’s ability to do a
specific job. Such tests are conducted in respect of semi- skilled
and repetitive jobs such as packing, testing and inspection, etc.

3). Intelligence test:

This test helps to evaluate traits of intelligence. Mental ability,

presence of mind (alertness), numerical ability, memory and such
other aspects can be measured.
The intelligence is probably the most widely administered
standardized test in industry. It is taken to judge numerical, skills,
reasoning, memory and such other abilities.

4). Interest Test:

This is conducted to find out likes and dislikes of candidates

towards
occupations, hobbies, etc. such tests indicate which occupations
are more in line a persons interests.

5). Personality Test:

The importance of personality to job success is undeniable. Often

an individual who possesses the intelligence, aptitude and
experience for certain has failed because of inability to get along
with and motivate other people.
It is conducted to judge maturity, social or interpersonal skills,
behavior under stress and strain, etc. this test is very much
essential on case of selection of sales force, public relation staff,
etc. where personality plays an important role.
Personality tests are similar to interest tests in that they, also,
involve a serious
problem of obtaining an honest answer.
6). Projective Test:
This test requires interpretation of problems or situations. For
example, a photograph or a picture can be shown to the candidates
and they are asked to give their views, and opinions about the
picture.

7). General knowledge Test:

Now days G.K. Tests are very common to find general awareness
of the
candidates in the field of sports, politics, world affairs, current
affairs.

8). Perception Test:

At times perception tests can be conducted to find out beliefs,

attitudes, and
mental sharpness.etc.

9). Graphology Test:

It is designed to analyze the handwriting of individual. It has been
said that an individual’s handwriting can suggest the degree of
energy, inhibition and spontaneity, as well as disclose the
idiosyncrasies and elements of balance and control. For example,
big letters and emphasis on capital letters indicate atendency
towards domination and competitiveness. A slant to the right,
moderate pressure and good legibility show leadership potential.

10). Polygraph Test:

Polygraph is a lie detector, which is designed to ensure accuracy of
the information given in the applications. Department store, banks,
treasury offices and jewellery shops, that is, those highly
vulnerable to theft or swindling may find polygraph tests useful.
11). Medical Test:
It reveals physical fitness of a candidate. With the development of
technology, medical tests have become diversified. Medical
servicing helps measure and monitor a candidate’s physical
resilience upon exposure to hazardous chemicals

INTERVIEW:

The next step in the selection process is an interview .

Interview is formal, in-depth conversation conducted to evaluate
the applicant’s acceptability. It is considered to be excellent
selection device. It is face-to-face exchange of view, ideas and
opinion between the candidates and interviewers. Basically,
interview is nothing but an oral examination of candidates.
Interview can be adapted to unskilled, skilled, managerial and
profession employees.

Objectives of interview: -

Interview has at least three objectives and they are a follows: -

1) Helps obtain additional information from the applicants
2) Facilitates giving general information to the applicants such as
company
policies, job, products manufactured and the like
3) Helps build the company’s image among the applicants.

Types of interview:-

Interviews can be of different types. There interviews employed by

the companies.
Following are the various types of interview: -

1) Informal Interview:
An informal interview is an oral interview and may take place
anywhere. The employee or the manager or the personnel manager
may ask a few almost inconsequential questions like name, place of
birth, names of relatives etc. either in their respective offices or
anywhere outside the plant of company.

2) Formal Interview:
Formal interviews may be held in the employment office by he
employment office in a more formal atmosphere, with the help of
well structured question, the time and place of the interview will
be stipulated by the employment  office.
3) Non-directive Interview:
Non-directive interview or unstructured interview is designed to let
the interviewee speak his mind freely. The interviewer has no
formal or directive questions, but his all attention is to the
candidate. He encourages the candidate to talk by a little prodding
whenever he is silent e.g. “Mr. Ray, please tell us about yourself
after your graduated from high school”.
The idea is o give the candidate complete freedom to “sell” himself
without the encumbrances of the interviewer’s question. But the
interviewer must be of higher caliber and must guide and relate the
information given by the applicant to the objective of the
interview.
4) Depth Interview:
It is designed to intensely examine the candidate’s background and
thinking and to go into considerable detail on particular subjects of
an important nature and of special interest to the candidates. For
example, if the candidate says that he is interested in tennis, a
series of questions may be asked to test the depth of understanding
and interest of the candidate. These probing questions must be
asked with tact and through exhaustive analysis; it is possible to
get a good picture of the candidate.

5) Stress Interview:
It is designed to test the candidate and his conduct and behavior
by him under conditions of stress and strain. The interviewer may
start with “Mr. Joseph, we do not think your qualifications and
experience are adequate for this position,’ and watch the reaction
of the candidates. A good candidates will not yield, on the contrary
he may substantiate why he is qualified to handle the job.
This type of interview is borrowed from the Military organisation
and this isvery useful to test behaviour of individuals when they
are faced withdisagreeable and trying situations.
6)Group Interview:
It is designed to save busy executive’s time and to see how the
candidatesmay be brought together in the employment office and
they may beinterviewed.
7)Panel Interview:
A panel or interviewing board or selection committee may
interview thecandidate, usually in the case of supervisory and
managerial positions. Thistype of interview pools the collective
judgment and wisdom of the panel inthe assessment of the
candidate and also in questioning the faculties of thecandidate
 CHAPTER -2
RESEARCH METHODOLOGY
Every research methodology includes a research design which may be defined

as the arrangement of condition for collection and analysis of data in a manner

that aims to combine relevance to the research process with economy in

procedure.

The sampling method that I am being using is the stratified sampling method,

the reason behind using this method even though the time consumption when

taken into consideration is more is to divide the whole set of retailer shop I am

considering for my work in to different group according to type of information

gathered from each set and by that a perfect co- relation could also done. My

data arch collection process would consist of series of procedures which would

be further divided into primary and secondary data collection. The secondary

data are those studies made by other for their own purposes. The secondary data

for my research would be collected from companies own data, archives and

their annual financial reports. Also the findings of prior research studies on

outsourcing of accounting process would give an ample amount of historical

data or decision making patterns. Also I would use internet to get some more

information about the industry and use journals for getting guidance from the

past researches in this topic.

Data Collection Methods:

A) Primary Data – Interview will be collected with Senior HR Executives,
investors and company professionals and questionnaires will be collected from
targeted candidates. And it is collected through questionnaire,
search and research through place where today’s
computer has been mostly used.
B) Secondary Data
 Company records and reports
 Magazines, journals, pamphlets, advertisements.
 Standard reference textbooks
 Websites like hclinfinetltd.com, naukri.com.com and timesjoc.com
The purpose of using the secondary data is to increase the accuracy of analysis.

Nature of Study

The project on which the researcher worked is descriptive

and inferential in nature.

Data Source

The researcher took the help of both primary as well assecondary

sources. Secondary sources being interaction withvarious IT peopleof the
selected and has been chosen forthe research by the researcher.
Secondary sources being theinternet as the medium and the official sites
of the companiesof IT sectors and corporate selling and feedback of
HCL.

CHAPTER- 3

COMPANY OVERVIEW
Company Overview

HCL Infinet an Internet Infrastructure initiative of the HCL group caters to

the networking requirements of domestic enterprise market. Partnering
with world leaders we provide state-of-the-art products and solutions for
network requirements of organizations of all sizes. 
Ajai
CHOWDHRY
Chairman

An engineer by training, Ajai Chowdhry is one of the six founder

members of HCL and took over the reins of HCL Infosystems, the
flagship company of the group, as President and CEO in 1994. He
was appointed the Chairman of HCL Infosystems in November
1999. In recognition of his contribution in championing the cause
of the domestic Indian IT industry, Ajai has been conferred the
DATAQUEST ‘IT Man of the Year 2007’ Award amongst other
awards.

HARSH
CHITALE
CEO

Harsh Chitale joined HCL Infosystems as Chief Executive Officer

in 2010 and heads the overall business strategy and operations of
HCL Infosystems. He brings a wealth of experience as a senior
business leader with rich business management experience in both
Indian and global companies. Harsh is a recipient of the Director’s
Gold Medal at IIT Delhi, from where he completed his Electrical
Engineering.

J.V
RAMAMURTHY

President and Chief Operating Officer

J V Ramamurthy is President and Chief Operating Officer, HCL

Infosystems Ltd. He brings 3 decades of diverse Industry experience
and leadership to the company. A technocrat and a man of broad vision,
he has spearheaded company’s entry into number of new verticals and
partnerships
SANDEEP
KANWAR

CFO & EVP

Sandeep Kanwar joined HCL in 1988 and in a span of eight years

progressed to the position of Chief Financial Officer at the young age
of 35. He is well respected amongst colleagues & customers for
his financial acumen and management skills.

Mr. D.Mohanty

Vice President (Operations)

D. Mohanty, an engineering graduate in Electrical & Electronics

from BITS Pilani joined HCL in 1987. With over two decades of
industry experience in sales, support & marketing, currently heads
the Networking Business of HCL.
 HCL Infinet offers a complete range of networking services &
solutions like:

 Internet Bandwidth Services

 Internet Telephony
 Managed Data Centre
 Co-location Services

a) Managed Data Centre Services 

b) Managed Network Services

 Corporate Messaging Solution

 Virtual Private Network Services (VPN)
 MPLS Networking Services
 Wireless Broadband Services

HCL Infinet Increases Competitive advantages and

quality of service with integrated IT management.

Business Impact Summary

Business:

HCL Infinet provides a wide range of connectivity and IT managed services to

organizations across India. Part of the Network Services arm of HCL
Infosystems, HCL Infinet has more than 400 enterprise customers in industries
including aviation, fast-moving consumer goods (FMCG) and manufacturing
and distribution (M&D).
Challenge:

IT is fundamental to all HCL Infinet’s customer service offerings. With

hundreds of internal and customer devices to monitor, HCL Infinet needs end-
to-end visibility to ensure it can maintain IT performance and availability. It
also needs to be able to provide customers with visibility of service performance
levels in real time.

Solution:

HCL Infinet has deployed an integrated Enterprise IT management platform

based on CA solutions. Through a combination of CA Service Desk Manager,
CA Spectrum® Infrastructure Manager, CA eHealth® Performance Manager
and CA NSM, the company can not only identify and resolve problems faster
but also provide clients with access to a unified service management portal.

Result:

Quality of service for HCL Infinet customers has increased, with the company
expecting incident volumes to reduce by 20 percent and availability SLAs to
increase from 99.5 percent to 99.9 percent. The CA solutions have also helped
HCL Infinet to contain costs, enhance efficiency and boost competitive
advantage.

Business

Keeping Indian businesses connected

From wireless broadband to managed networks and corporate messaging, HCL

Infinet provides a wide range of connectivity services to organisations across
India. Part of the Network Services arm of HCL Infosystems, HCL Infinet was
formed in 2000.

Since then, both its reputation and customer base have grown significantly. The
company now operates in a wide range of sectors including financial services,
manufacturing, aviation and government, and has more than 400 enterprise
customers.

To meet the high expectations of its customers, HCL Infinet has developed a
business model that combines transparency with cost control and quality of
service. This approach has already led to significant growth, with the
company’s revenues increasing by nearly 15 percent over the past couple of
years.

Challenge

Maintaining continuity of service

To support this growth, HCL Infinet must be able to maintain customer service
and satisfaction levels. This means ensuring its IT infrastructure and network -
which connects 300 points of presence across India are highly available and
performing at optimum levels.

Adarsh Singh, National Manager of Technical Strategic Initiatives at HCL

Infinet, comments, “IT is the backbone of our business and supports all our
customer service offerings. If our network goes down, then it can have a
massive impact on business continuity for our client base.”

HCL Infinet’s Network Operations Centre (NOC) in Delhi is particularly key

both to customer service delivery and maintaining the availability of more than
150 servers and more than 3,000 routers and switches “The NOC is responsible
for making sure our infrastructure is available 24/7, and resolving any problems
so that we can continue to meet our service level agreements (SLAs) with
customers,”
With a diverse infrastructure, finding the root cause of a problem was often a
difficult and therefore time-consuming process for the NOC. HCL Infinet’s
servers and networking devices encompass multiple vendors, including HP,
Cisco, IBM, Juniper, Dell and Alcatel, and a variety of operating platforms,
such as Linux, Microsoft Windows and Sun Solaris.

Visibility of performance levels

In addition to the role it plays in managing HCL Infinet’s own IT infrastructure,

the NOC also monitors customer devices hosted and/or managed by the
company.

HCL Infinet’s managed services encompass all areas of the IT lifecycle,

including fault management, configuration management, server management,
application management and security management.

Providing customers with visibility of performance levels across all these

services is very complex but key to HCL Infinet’s competitive advantage.
“Customers want to be able to access all performance data in a single place and
in real time,”

HCL Infinet had implemented a number of tools to try to establish an integrated

approach to service management and customer reporting but with limited
success. “Despite making a significant investment, we were not able to create
the unified performance management portal needed to meet customer demand,”

Solution

Integrated IT service management

To address its ongoing integration challenge, HCL Infinet turned to CA and its
Enterprise IT Management approach and solutions. As Singh explains, “CA
offers the full suite of IT management solutions needed to create a single view
of internal and external service delivery.”

With help from CA partner Celerity Networks, HCL Infinet has deployed:

• CA eHealth® Performance Manager (PM)

• CA Spectrum® Infrastructure Manager (IM)
• CA Service Desk Manager
• CA NSM
• CA Asset Portfolio Management
• CA ARCserve® Backup
• CA Desktop Management Suite.

This powerful combination provides HCL Infinet with the visibility it needs to
identify and resolve problems and safeguard IT performance and availability.

CA Spectrum IM is particularly key to maintaining network uptime, as Singh

explains, “Using CA Spectrum IM, we have created a map of our network
across all 300 points of presence. This enables us to pinpoint the root cause of a
problem more quickly, which simplifies troubleshooting.” By integrating CA
Spectrum IM with CA Service Desk Manager, HCL Infinet is able to track
problems through their lifecycle and ensure they are passed to the correct group
for resolution.

Although HCL Infinet is currently only using CA Service Desk Manager to log
calls from internal users and external customers, it will be expanding this to
include automated ticketing through integration with other CA solutions.

Real-time view of service status

As well as using CA technology to manage its own infrastructure, HCL Infinet

is also leveraging a number of the solutions as part of its managed service
offerings.

“CA eHealth PM and CA NSM enable us to proactively alert customers to

possible problems with devices that we host on their behalf, which means they
can take action before their end users are impacted,” comments Singh.

CA NSM also provides HCL Infinet with the foundations it needs for providing
customers with a single view of service performance in real time. HCL Infinet
will be using CA NSM to extend this visibility to include business process
views in the future.

Results
Improved quality of service boosts competitive advantage

Improved visibility of its IT infrastructure and customer services has resulted in

a number of operational and strategic benefits for HCL Infinet. For example, the
company has been able to reduce the number of NOC staff required to monitor
its network backbone by 25 percent.
As well as freeing up IT resources, HCL Infinet expects the CA solutions will
also help to:

• Reduce the volume of incidents by up to 20 percent

• Increase premium customer SLAs for availability from 99.5 percent

to 99.9 percent

• Decrease the need for on-site visits for problem resolution.

“Our clients rely on our services and infrastructure for core applications and
business processes, so meeting their quality expectations is critical. The CA
solutions enable us to provide a better level of service to internal users and our
enterprise clients,”

“The fact we can provide customers with a single view of all our services and
real-time performance metrics is also a real differentiator in our market.”

As well as aiding competitive advantage, the CA solutions will also play a key
role in cost containment and facilitating future growth. As Singh explains, “We
expect to expand to around 500 points of presence during 2009. We will be
using CA Asset Portfolio Management to identify any existing software licences
or hardware that can be redeployed to these locations, which will help prevent
any unnecessary expenditure.”
Although HCL Infinet is already reaping the benefits of its integrated approach
to IT management, the company has yet to explore the full potential of the CA
solutions.

“We want to continue to increase our integration both between CA solutions

and third party systems, such as SAP and CiscoWorks,” comments Singh. “This
will facilitate even greater efficiencies, and enable us to focus on growing our
service offerings and client base.”
HCL has always prided itself on its partnership engagements. Partner
models are also evolving in the technology industry. Innovation has
extended into the ecosystem and community based engagements are
coming into play. HCL has also enhanced its relationships with partners
and is creating a variety of innovative partnership models, with various
approaches to risk-reward sharing. Some of the notable partner
engagements:
 
       
1977 1981
Leading position on office Scripting an era of computing
.Automation and Laptops in across the Microprocessor
India  
   
 
    
 1985     
Strategic relationship that has 2004
seen the computer evolve from a Partnering in computing and
computing device providing IT Services
      
 
    
       
1996 2010
Dominant position in mobile
handset market in India. HCL Xilinx is the world's leading
partnered with Nokia to distribute
 their mobile phones in the
burgeoning Indian market. Nokia provider of programmable
today has more than 70% market platforms, with more than 50
share and the best service percent market share in the
network in the country programmable logic device
(PLD) segment of the
semiconductor industry
(Source: iSuppli Corp.).
 

Hcl Joint ventures with

               
1991 - 96 1996 - 2003
Created the HP brand for computers Significant IT Services with quarter
in India billion dollar enterprise value
   
       
      
         
        2001 - 2005
2001 - 2005
First Indian BPO Global Delivery First Indian BPO Global Delivery
Centre, currently employing 2000 UK Centre, currently employing 2000
nationals UK nationals
 
      
         
2005 2006
First Japan- India hi-tech JV for Industry First "End-To End" Product
     Product Engineering Services Lifecycle Solution for OEMs
   
 
ISP MEMBERS OF HCL INFINET LTD.
 CHAPTER-4

DATA ANALYSIS
 CHAPTER- 5

FINDINGS

QUESTIONNAIRE

Name --------------------------------

Designation -------------------------------

Address -------------------------------

Contact no. -------------------------------

Current job --------------------------------

Note – Please tick the appropriate option.

1. What source you adopt to source candidates? 

a. Employee referral
b. Campus recruitment 
c. Advertising
d. Recruitment agencies
e. Job portals
f. Other, pls specify – 

2. How many stages are involved in selecting the candidate?

a. 1
b. 2
c. 3
d. 4
e. More

3. Do you use any of the following tests during the process of recruitment?
a. Written
b. Aptitude
c. Group Discussion
d. Personal Interview
e. Psychometric test
f. Other, pls specify – 

4. How do you track the source of candidate?

a. Manual
b. Software 
c.Online
d.Windows. Xls 

5. Apart from the HR Manager, who all from the other departments are required
to get involved in interviewing process?
a. Sales
b. Administration
c. HR Executives
d. Other, pls specify – 

6. What is the average time spent by sales dept. during recruitment (each
candidate)?
a. 10mins.
b. 10 to 20mins.
c. 20 to 30mins.
d. More

7. What is the average time spent by HR dept. during recruitment (each

candidate)?
a. 10mins. 
b. 10 to 20mins.
c. 20 to 30mins.
d. More

8. What is the average time spent by Admin dept. during recruitment (each
candidate)?
a. 10mins.
b. 10 to 20mins.
c. 20 to 30mins.
d. More

9. Do you follow different recruitment process for different grades of

employees?
a. No
b. Yes

10. What is the back out percentage of candidates after being offered?
a.1-5
b.5-10 
c.10-15
d. 15-20 

11. What percentage of candidates leave within the period of less than1- 3
month?
a.1-5
b.5-10 
c.10-15
d. 15-20 

12. What percentage of candidates leave within the period of less than3- 6
month?
a.1-5 
b.5-10 
c.10-15
d. 15-20

13. What percentage of candidates leave within the period of less than 6-12
month?
a.1-5
b.5-10 
c.10-15
d. 15-20 

BIBLIOGRAPHY

 PHILIP KOTLER, 12TH EDITION.

 HCL INFINET LTD OFFICIAL WEBSITE,

 HCL INDIA WEBSITE.

 HCL INTERNATIONAL INTERNAL REPORT.

 SUPPLSY CHAIN MANAGEMENT IN GLOBAL ENTERPRISE,

AUTHOR (SUSHIL KUMAR) – PUBLICATION- (TATA Mc HILL)

 PLACE OF PUBLICATION : DELHI

  PUBLISHER : TATA MC-GRAW HILLS
PUBLISHING LTD.

MAGAZINES / JOURNALS / NEWSPAPERS

♦ Business Today

♦ The Financial Express

♦ The Times of India

♦ Company Annual Magazine

WEBSITES :

♦ www.hcl.in

♦ www.indiainfoline.com

♦ www.google.co.in

♦ www.hp.com

♦ www.saharacomputer.com

♦ www.acer.com
♦ www.dell.com

♦ www.hclinfosystem.in